WHAT IS LEADERSHIP?Leadership is an interactive conversation that pulls people toward becoming comfortable with the language of personal responsibility and commitment.

LEADERSHIP TIPS“The crux of leadership development that works is self-directed learning: intentionally developing or strengthening an aspect of who you are or who you want to be, or both.” Primal Leadership by Daniel Goleman, Richard Boyatzis & Annie McKee (Harvard Business School Press)

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Assessments@Work

Assessment is a sensitive field. Behavioral assessing is expensive, time-consuming and not easy to manage because it deals with personality variables. Perhaps, most telling is that it is becoming part of the emerging application of predictive analytics for business.

Testing employees' competencies and their abilities to carry out operational assignments, like recalling information and using it to successfully complete tasks, is fundamental for organizational success.

Behavioral assessments typically focus on competencies related to managing priorities, managing others, managing priorities, managing for results and managing change. These are important aspects of life at work, to be sure, but more difficult to measure.

Cognitive skills are less affected by changes in the work environment than are behavioral traits. It is easier to teach people how to operate or repair something than it is to help them understand the complexity and consequences of interpersonal behavior.

As people become more self-aware, they are usually amazed at the abilities of the conscious mind to choose, handle situations with deliberation, and behave appropriately for different occasions. On the flip side, the unconscious mind is a powerful force driving our behavior. Within our unconscious lie veiled assumptions and beliefs that formulate what is called default behavior. The dictionary defines default as the “failure to perform a task or fulfill an obligation,” which means that default behaviors are reactive responses that occur when we fail to consider the appropriate response.

Becoming aware of our personal reactive tendencies is crucial if we want to make sense of our toxic behaviors, understand why we have permitted these gremlins to continue, and develop a plan for taming them.

Our attitudes are choices, some of the most important choices we will ever make. Attitudes are reflections of what goes on inside our heads. They affect everything we do—positively or negatively. A negative attitude acts like the accelerator of a car. When we put our pedal to the metal, we learn very quickly that driving can indeed be dangerous to our health and to our career aspirations. Default behaviors occur when we decide not to act, but to react. And default behaviors may not represent our best side or our ideal self.

Talking in the language of behaviors and outcomes, which managers understand, is the key to addressing the relevance of the data or people intelligence found in an assessment. It is how the results of self-assessments should be reported and incorporated in an organization's analytics around its people capabilities.

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Assessments@Work

Assessment is a sensitive field. Behavioral assessing is expensive, time-consuming and not easy to manage because it deals with personality variables. Perhaps, most telling is that it is becoming part of the emerging application of predictive analytics for business.

Testing employees' competencies and their abilities to carry out operational assignments, like recalling information and using it to successfully complete tasks, is fundamental for organizational success.

Behavioral assessments typically focus on competencies related to managing priorities, managing others, managing priorities, managing for results and managing change. These are important aspects of life at work, to be sure, but more difficult to measure.

Cognitive skills are less affected by changes in the work environment than are behavioral traits. It is easier to teach people how to operate or repair something than it is to help them understand the complexity and consequences of interpersonal behavior.

As people become more self-aware, they are usually amazed at the abilities of the conscious mind to choose, handle situations with deliberation, and behave appropriately for different occasions. On the flip side, the unconscious mind is a powerful force driving our behavior. Within our unconscious lie veiled assumptions and beliefs that formulate what is called default behavior. The dictionary defines default as the “failure to perform a task or fulfill an obligation,” which means that default behaviors are reactive responses that occur when we fail to consider the appropriate response.

Becoming aware of our personal reactive tendencies is crucial if we want to make sense of our toxic behaviors, understand why we have permitted these gremlins to continue, and develop a plan for taming them.

Our attitudes are choices, some of the most important choices we will ever make. Attitudes are reflections of what goes on inside our heads. They affect everything we do—positively or negatively. A negative attitude acts like the accelerator of a car. When we put our pedal to the metal, we learn very quickly that driving can indeed be dangerous to our health and to our career aspirations. Default behaviors occur when we decide not to act, but to react. And default behaviors may not represent our best side or our ideal self.

Talking in the language of behaviors and outcomes, which managers understand, is the key to addressing the relevance of the data or people intelligence found in an assessment. It is how the results of self-assessments should be reported and incorporated in an organization's analytics around its people capabilities.